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Agile Software Development Schrage (2000 ) describes the intentional use of small doses of conflict to get people to meet and learn to talk with each other. It reminds me of introducing a weakened form of a virus so that the body can build ways of handling the stronger virus:

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Agile Software Development Activities. How the people spend their days. Planning, programming, testing, and meeting are sample activities. Some methodologies are work-product intensive, meaning that they focus on the work products that need to be produced. Others are activity-intensive, meaning that they focus on what the people should be doing during the day. Thus, where the Rational Unified Process is tool- and work-product intensive, Extreme Programming is activity intensive. It achieves its effectiveness, in part, by describing what the people should be doing with their day (pair programming, test-first development, refactoring, etc.). Process. How activities fit together over time, often with pre- and post-conditions for the activities (for example, a design review is held two days after the material is sent out to participants and produces a list of recommendations for improvement). Process-intensive methodologies focus on the flow of work among the team members. Process charts rarely convey the presence of loopback paths, where rework gets done. Thus, process charts are usually best viewed as workflow diagrams, describing who receives what from whom. Work products. What someone constructs. A work product may be disposable, as with CRC design cards, or it may be relatively permanent, as the usage manual or source code. I find it useful to reserve deliverable to mean "a work product that gets passed across an organizational boundary." This allows us to apply the term deliverable at different scales: The deliverables that pass between two subteams are work products in terms of the larger project. The work products that pass between a project team and the team working on the next system are deliverables of the project and need to be handled more carefully. Work products are described in generic terms such as "source code" and "domain object Alistair Cockburn 2000

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Page 89 Amicability is the weaker cousin to trust. Trust is wonderful, and should be nurtured, but amicability is easier to achieve within a group and still confers advantages. I always watch the amicability level in an organization to learn to what extent information is being revealed versus concealed in conversations. When people conceal information from their colleagues, they lower the rate of information discovery, which raises the lost opportunity cost as well as the overall cost per idea developed. Amicability permits successful conflict to occur when the project goes through a stressful period. The people, knowing that the others are not intending to be hurtful, can look past the current disagreement toward resolving the issues. One might think that removing all conflict from would be the best, but that turns out not to be the case. People need to be able to disagree, in order to identify design problems! I was surprised to find one organization that suffered from too little conflict:

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"Young children who are rewarded for drawing are less likely to draw on their own than are children who draw just for the fun of it. Teenagers offered rewards for playing word games enjoy the games less and do not do as well as those who play with no rewards. Employees who are praised for meeting a manager"s expectations suffer a drop in motivation. ... In one study, girls in the fifth and sixth grades tutored younger children much less effectively if they were promised free movie tickets for teaching well. The study, by James Gabarino, now president of Chicago"s Erikson Institute for Advanced Studies in Child Development, showed that tutors working for the reward took longer to communicate ideas, got frustrated more easily, and did a poorer job in the end than those who were not rewarded."

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Page 110 people can already review it and comment on the allocation of responsibilities. A medium level of precision is the list of major classes, their major purpose, and primary collaboration channels. A medium-high level is the class diagram, showing classes, attributes, and relationships with cardinality. A high level of precision is the list of classes, attributes, relations with cardinality constraints, and functions with function signatures. These often are listed on the class diagram. The final, highest level of precision is the source code.

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That it is people who design software is terribly obvious ... and ignored. Weinberg"s discussion of people written in 1969 was followed by a stunning silence that lasted 15 years. The silence was finally broken by DeMarco and Lister"s Peopleware. Another silence followed that book. We shouldn"t have to wait another 15 years before learning more about how people"s characteristics affect software development. This chapter discusses people"s general "funkiness," their failure modes, their success modes, and their general mode of operation, in the following sections: "Them"s Funky People" discusses how different and unpredictable people are. A theme is that although general rules of operation may apply to this human device, any useful generalization is limited by the variations among people. "Overcoming Failure Modes" discusses the weak points of the human device. If we are going to create systems of people working together, we should not rely on aspects of behavior that are points of failure for most people. "Working Better in Some Ways Than Others" asks, What is the natural mode of operation of the human device When we try to apply these ideas, we have to bear in mind the variations among people. "Drawing on Success Modes" asks, What permits us to succeed ever, given all the ways we have of failing The answers may surprise you for how vague they initially sound and how powerful they are in their end effect. The end of this section shows how success modes combine for a stronger effect. The final section relates the ideas to everyday life.